Coaching Strategies: Implementation, Evaluation, and Promotion Report

This report provides a comprehensive overview of coaching strategies within an organizational context. It begins by identifying key issues like lack of employee engagement and critical thinking, then outlines the roles of stakeholders, including senior executive management and core investors, in developing and implementing coaching programs. The report details various coaching models such as GROW, OSKAR, and CIGAR, and considers relevant legislation like the Safe Work Act and the Anti-harassment Act. It explores methods for selecting participants, promoting the program, and monitoring coaching relationships through communication and skill development assessments. Furthermore, it examines the evaluation process by consulting with management and ensuring workplace effectiveness. The report concludes by discussing the reasons for promoting coaching, such as career development and organizational growth, and includes a list of references for further study.

Coaching Strategies

Sources
Lack of Employee engagement
Lack of involvement
Less critical thinking ability
Fewer executive involvement

Identifying the stakeholders
Senior Executive
Management Team
Core investor

Role of Stakeholders
Developing proper implementation
of the timeline created
Implementing the coaching
strategy in within the organization
Monitoring the program plan.
Creating examples by undergoing
the coaching plan.

Organization Support
Employees being co-operative
Members of lower level
management helping in the
program.
Organizational structure being
changed due to the effectiveness
of the program.

Coaching models
GROW model
OSKAR model
CIGAR model

Legislations and
Regulations
Safe work act 2009
Anti-harassment act 2007
Equality act 2011

Selection Methods
Demonstrating ability to
change
Experience in development
Capable of e-learning
Well developed communication

Promotional Methods
Publishing in the company
website
Circulating among the employees
Memo sending
Electronic mail

Monitoring Coaching
Relationship
Development of intercommunication
Seeing the development of skills
among the employees
Creating checklist
Visual observation

Evaluating
coaching strategy
Consulting with the management
Ensuring workplace
Ensuring communication
Continuing promotion

Reason of further
promotion
Future development of career
prospective
Continuing the growth of the
employees
Further development in the
management

References
 BSBLED806 - Plan and Implement a Coaching Strategy Learner Guide
 DaviD, S., 2016. Beyond goals: Effective strategies for coaching and mentoring. Routledge.
 Hirschhorn, L.R., Krasne, M., Maisonneuve, J., Kara, N., Kalita, T., Henrich, N., Rana, D., Maji, P., Delaney,
M.M., Firestone, R. and Sharma, N., 2018. Integration of the Opportunity‐Ability‐Motivation behavior
change framework into a coaching‐based WHO Safe Childbirth Checklist program in India. International
Journal of Gynecology & Obstetrics, 142(3), pp.321-328.
 Olson, J.R., Hawkey, K.R., Smith, B., Perkins, D.F. and Borden, L.M., 2016. Applying coaching strategies to
support youth-and family-focused extension programming. Journal of Extension, 54(1), pp.1-10.
 Snyder, P.A., Hemmeter, M.L. and Fox, L., 2015. Supporting implementation of evidence-based practices
through practice-based coaching. Topics in Early Childhood Special Education, 35(3), pp.133-143.
 Wabccoaches.com. (2019). Code of Business Coaching Ethics and Integrity - Worldwide Association of
Business Coaches. [online] Available at:
http://www.wabccoaches.com/includes/popups/code_of_ethics_2nd_edition_december_17_2007.html
[Accessed 12 Jun. 2019].
 Yule, S., Parker, S.H., Wilkinson, J., McKinley, A., MacDonald, J., Neill, A. and McAdam, T., 2015. Coaching
non-technical skills improves surgical residents’ performance in a simulated operating room. Journal of
surgical education, 72(6), pp.1124-1130.

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